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Managing the New Public Services

  • Textbook
  • © 1996

Overview

Editors:
  1. David Farnham

    1. University of Portsmouth, UK

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    You can also search for this editor in PubMed   Google Scholar

  2. Sylvia Horton

    1. University of Portsmouth, UK

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    You can also search for this editor in PubMed   Google Scholar

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Table of contents (13 chapters)

  1. Front Matter

    Pages i-xvi
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  2. The Changing Contexts of Management

    1. Front Matter

      Pages 1-1
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    2. The Political Economy of Public Sector Change

      • David Farnham, Sylvia Horton
      Pages 3-24

    3. Managing Private and Public Organisations

      • David Farnham, Sylvia Horton
      Pages 25-46

  3. Managerial Functions

    1. Front Matter

      Pages 47-47
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    2. Strategic Management

      • Howard Elcock
      Pages 49-70

    3. Financial Management and Quality

      • Richard Tonge, Sylvia Horton
      Pages 71-93

    4. Marketing

      • Richard Christy, Jill Brown
      Pages 94-111

    5. People Management and Employment Relations

      • David Farnham, Lesley Giles
      Pages 112-136

    6. Information and Communications Technology

      • Christine Bellamy
      Pages 137-152

  4. Case Studies

    1. Front Matter

      Pages 153-153
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    2. The Civil Service

      • Sylvia Horton
      Pages 155-176

    3. Local Government

      • Howard Elcock
      Pages 177-199

    4. The National Health Service

      • Ian Kendall, Graham Moon, Nancy North, Sylvia Horton
      Pages 200-218

    5. Education

      • Malcolm McVicar
      Pages 219-241

    6. Managing the Police: A Force for Change?

      • Stephen P. Savage, Frank Leishman
      Pages 242-256

  5. Conclusion

    1. Front Matter

      Pages 257-257
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    2. Public Service Managerialism: A Review and Evaluation

      • David Farnham, Sylvia Horton
      Pages 259-276

  6. Back Matter

    Pages 277-314
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Keywords

About this book

Managing the New Public Services evaluates managerial changes in British public services since 1979 focusing on the 'New Public Management' and its rationale and practices. The authors analyse the political origins of public service change and its impact on the key managerial functions, on service-users and on staff. The second edition has been thoroughly revised and updated throughout. Several chapters have been completely rewritten and new chapters have been added on Marketing and Information and Communications.

Editors and Affiliations

  • University of Portsmouth, UK

    David Farnham, Sylvia Horton

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